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NEXT GENERATION MANUFACTURING SCORECARDExtended Enterprise
ManagementSystemic Continuous
ImprovementAdvanced Talent
ManagementSustainable Products
& Process DevelopmentGlobal
EngagementCustomer-Focused
Innovation
Rate the importance of customer-focused innovation to your organization’s success over the next five years:
What best describes your measurement system for reviewing return from customer-focused innovation?
What percentage of sales is invested into new product development/R&D?
Approximately what percentage of annual sales are derived from products introduced in the past three years?
Rate your organizations progress toward world-class customer-focused innovation:
0
10
20
30
40
50
60%
2011
2008
Highly importantImportantAverageSomewhatNot important
54.5 53.7
31.3
10.3
2.7 1.11.3 1.1
11.6
32.6
0 5 10 15 20 25 30 35 40%
2011
2008
Regular monitoring and review of company-specific metrics by CEO and senior staff with transparency and clarity throughout the organization
Regular monitoring and review of company-specific metrics by CEO and senior staff
Company-specific metrics monitored regularly byoperations staff
Ad hoc monitoring of basic measures and ad hoc reviews
No measurement system per se or reviews
9.7
18.0
9.9
30.7
31.7
17.9
36.8
15.8
16.8
12.6
0
10
20
30
40
50%
2011
2008
Morethan 10%
6-10%1-5 %Lessthan 1%
11.6%15.1
47.8
36.8
1.3%
25.5
43.2
13.7
0
10
20
30
40
50%
2011
2008
Greaterthan 50%
26-50%5-25%Lessthan 5%
7.45.3
19.3
47.044.7
26.3
38.3
19.3
11.7
0
5
10
15
20
25
30
35
40%
2011
2008
World-ClassProgress
GoodProgress
AverageProgress
SomeProgress
No Progress
9.5 9.5
33.731.6
16.5 16.8
3.4 3.2
36.939.0
1
5
3 4
2Delivering services and products before your customers know they’re needed.
GROWTH
NEXT GENERATION MANUFACTURING SCORECARDExtended Enterprise
ManagementSystemic Continuous
ImprovementCustomer-Focused
InnovationSustainable Products
& Process DevelopmentGlobal
EngagementAdvanced Talent
Management
Rate the importance of human capital acquisition, development and retention to your organization’s success over the next five years:
Rate your organization’s progress toward world-class human capital acquisition, development and retention:
0
10
20
30
40
50
60%
2011
2008
Highly ImportantImportantAverageSomewhatNot important
49.4
32.1
14.0
3.21.3 2.1 1.1
8.4
35.8
52.6
0
10
20
30
40
50%
2011
2008
World-ClassProgress
Good ProgressAverageProgress
Some ProgressNo Progress
5.1
23.8
40.1
23.2
7.8 6.4
13.8
4.3
28.7
46.8
1 2
How many formal training hours are devoted annually to each employee?
What is your organization’s annual labor turnover rate (number of voluntary and involuntary separations/typical staffing level)?
What best describes your measurement system for reviewing return from human-capital acquisition, development and retention?
What is your value-added per employee ([sales – cost of materials] ÷ number of employees)?
0
10
20
30
40
50%
2011
2008
40 or more21-409-208 or fewer
9.7
18.4
43.0
29.0
9.5
25.3
41.1
24.2
0
10
20
30
40
50%
2011
2008
0%0.1 - 1%1.1 - 5%5.1 - 10%Greater than10%
5.2 5.3
17.9
32.9
28.1
16.019.0
42.1
24.2
9.5
0 10 20 30 40 50%
2011
2008Regular monitoring and review
of company-specificmetrics by CEO and senior
staff with transparency and claritythroughout the organization
Regular monitoring and reviewof company-specific metrics
by CEO and senior staff
Company-specific metricsmonitored regularly by
operations staff
Ad hoc monitoringof basic measures and
ad hoc reviews
No measurement systemper se or reviews
4.4
18.2
13.5
35.7
28.319.0
42.1
14.7
14.7
9.5
0
5
10
15
20
25
30
35
40%
2011
2008
Greater than$175,000
$125,001-$175,00075,000-$125,000Less than$75,000
10.2
18.1
39.4
32.3 31.2
35.5
20.4
12.9
3
5 6
4
Page 2
The ability to harness the full power of the modern manufacturing workforce.TALENT
NEXT GENERATION MANUFACTURING SCORECARDExtended Enterprise
ManagementAdvanced Talent
ManagementCustomer-Focused
InnovationSustainable Products
& Process DevelopmentGlobal
EngagementSystemic Continuous
Improvement
Rate the importance of process improvement to your organization’s success over the next five years:
Rate your organization’s progress toward world-class processes and process improvement:
0
10
20
30
40
50
60
70
80%
2011
2008
Highly ImportantImportantAverageSomewhatNot Important
61.1
26.4
9.8
1.90.8 0.04.2 4.2
25.3
66.3
0
10
20
30
40
50%
2011
2008
World-ClassProgress
GoodProgress
AverageProgress
SomeProgress
No Progress
7.4
34.537.7
16.9
3.6 3.2
11.6
31.6
47.4
6.3
1 2
What percentage of your workforce has been fully engaged in your organization’s specific improvement method/approach?
What percentage of deliveries reach customers in perfect order?
0
5
10
15
20
25
30
35%
2011
2008
100%76 - 99%51 - 75%26 - 50%Less than 25%
8.9
17.718.0
22.8
32.6
28.4
19.0
22.1
25.3
5.3
0
5
10
15
20
25
30
35%
2011
2008
Greater than 98%96 - 98%91 - 95%80 - 90%Less than 80%
25.326.5
23.6
16.0
8.6
2.1
12.6
32.6
28.4
24.2
3 4
Describe your customer’s satisfaction with your overall performance:
0 10 20 30 40 50%
2011
2008
Strong loyalty to our products due toongoing trust in our organization's people and capabilities
Preference for our products by virture ofprice, quality and delivery performance
Indifferent to buying our product or the competitors'
Threatens to pull businessbecause we don't match the competition
1.7
46.0
47.1
5.2
3.2
2.1
48.9
45.7
5
Page 3
Establishing a culture that sets new performance standards every day.LEANER
NEXT GENERATION MANUFACTURING SCORECARDExtended Enterprise
ManagementAdvanced Talent
ManagementCustomer-Focused
InnovationSustainable Products
& Process DevelopmentGlobal
EngagementSystemic Continuous
Improvement
By what percentage has productivity (i.e. value add) improved over the past three years?
0
10
20
30
40
50%
2011
2008
Greaterthan 100%
76 - 100%51 - 75%26 - 50%Less than 25%
1.0
5.0
12.9
33.0
48.1
43.2
32.6
20.0
4.20.0
6
What best describes your measurement system for reviewing return from process improvements?
0 5 10 15 20 25 30%
2011
2008
Regular monitoring and review ofcompany-specific metrics by CEO
and senior staff with transparency andclarity throughout the organization
Regular monitoring and review of company-specific metrics by CEO and senior staff
Company-specific metrics monitoredregularly by operations staff
Ad hoc monitoring of basic measuresand ad hoc reviews
No measurement system per se or reviews
12.4
22.7
21.4
28.2
15.3
19.0
21.1
25.3
24.2
10.5
7
Page 4
Establishing a culture that sets new performance standards every day.LEANER
NEXT GENERATION MANUFACTURING SCORECARDSystemic Continuous
ImprovementAdvanced Talent
ManagementCustomer-Focused
InnovationSustainable Products
& Process DevelopmentGlobal
EngagementExtended Enterprise
Management
Rate the importance of supply chain management and collaboration to your organization’s success over the next five years:
Rate your organization’s progress toward world-class supply chain management and collaboration:
0
10
20
30
40
50%
2011
2008
Highly ImportantImportantAverageSomewhatNot Important
31.335.5
19.9
8.54.7
2.24.3
17.2
33.3
43.0
0
10
20
30
40
50
2011
2008
World-ClassProgress
GoodProgress
AverageProgress
SomeProgress
No Progress
21.8
40.3
25.6
9.4
3.1
7.5
25.5
35.1
22.3
9.6
1 2
How is your supply chain a competitive advantage in terms of flexibility and speed to the marketplace?
0 5 10 15 20 25 30 35 40%
2011
2008
Strategic suppliers and customers are active participantsin our operations, continuous improvement and product
development efforts and participate fully in strategicplanning and identifying and responding to new markets
Strategic suppliers and customersare active participants in our operations,
continuous improvement and product development efforts
Suppliers regularly measured on cost,quality and delivery performance as well as
total acquisition cost and soft qualities(e.g. trust, flexibility)
Suppliers regularly measured on cost,quality and delivery performance as well as
total acquisition cost
Suppliers regularly measured on cost, quality and delivery performance
17.5
31.5
10.4
35.8
4.7
5.3
16.8
28.4
9.5
40.0
3
What best describes your measurement system for reviewing return from supply chain management and collaboration?4
0 5 10 15 20 25 30 35%
2011
2008
Regular monitoring and review of company-specific metrics by CEO and senior staff
with transparency and clarity throughout the organization
Regular monitoring and review of company-specific metrics by CEO and senior staff
Company-specific metrics monitored regularlyby operations staff
Ad hoc monitoring of basic measures and ad hoc reviews
No measurement system per se or reviews
5.7
14.7
18.3
32.8
28.6
11.6
11.6
24.2
33.7
19.0
Page 5
Making supply chains that are strong and profitable for everyone.SUPPLY
NEXT GENERATION MANUFACTURING SCORECARDSystemic Continuous
ImprovementAdvanced Talent
ManagementCustomer-Focused
InnovationExtended Enterprise
ManagementGlobal
EngagementSustainable Products
& Process Development
Rate the importance of green/sustainability to your organization’s success over the next five years:
Rate your organization’s progress toward world-class green/sustainability:
0
5
10
15
20
25
30
35
40%
2011
2008
Highly ImportantImportantAverageSomewhatNot Important
21.221.6
15.7
29.9
11.6
2.1
13.716.8
36.8
30.5
0
5
10
15
20
25
30
35
40%
2011
2008
World-ClassGood ProgressAverageProgress
SomeProgress
No Progress
14.8
33.7
21.7
27.6
2.3
8.4
23.2
35.8
29.5
3.2
1 2
What is your annual reduction in energy per unit of product output?
0
20
40
60
80
100%
2011
2008
More than 50%26 - 50%10 - 25%Less than 10%
0.21.4
13.8
84.7
1.3%
80.9
19.2
0.0 0.0
3 What percentage of your products (by sales volume) are completely recyclable/reusable?
What best describes your measurement system for reviewing return from green/sustainability efforts?
0
10
20
30
40
50
60%
2011
2008
100%90 - 99%76 - 89%51 - 75%Less than 50%
16.6
10.7
55.7
8.2 8.8
55.9
11.814.0
9.7 8.6
0 10 20 30 40 50 60 70 80%
2011
2008
Regular monitoring and review of company-specific metrics by CEO and senior staff
with transparency and clarity throughout the organization
Regular monitoring and review ofcompany-specific metrics by CEO and senior staff
Company-specific metrics monitoredregularly by operations staff
Ad hoc monitoring of basic measures and ad hoc reviews
No measurement system per se or reviews
2.1
8.8
7.8
20.0
61.3
4.3
22.3
10.6
29.8
33.0
4
5
Page 6
Reduce the organization’s environmental footprint and improve operating performance.
SUSTAIN
NEXT GENERATION MANUFACTURING SCORECARDSystemic Continuous
ImprovementAdvanced Talent
ManagementCustomer-Focused
InnovationExtended Enterprise
ManagementSustainable Products
& Process DevelopmentGlobal
Engagement
Rate the importance global engagement to your organization’s success over the next five years:
Rate your organization’s progress toward becoming a world-class global player:
0
5
10
15
20
25
30%
2011
2008
Highly ImportantImportantAverageSomewhatNot Important
18.3
20.919.6 20.2
21.1
25.5
16.0
22.3
28.7
7.5
0
5
10
15
20
25
30
35%
2011
2008
World-ClassProgress
GoodProgress
AverageProgress
SomeProgress
No Progress
16.8
31.329.0
18.5
4.4 4.2
13.7
31.629.5
21.1
1 2
By what percentage has dollar volume of sales outside the United States changed in the past three years?
In how many countries outside the United States does your organization have sales and/or distribution facilities?
0
10
20
30
40
50
60
70
80%
2011
2008
100%51 - 100%26 - 50 %Less than 25%
3.14.1
15.8
77.0
1.3%
1.13.2
16.0
79.8
0
10
20
30
40
50
60
70
80%
2011
2008
More than 106 - 101 - 5None
8.74.8
23.7
62.9
1.3%
0.06.4
27.7
66.0
3 4
What best describes your measurement system for reviewing return from global engagement?
0 10 20 30 40 50 60%
2011
2008
Regular monitoring and reviewof company-specific metrics by CEO
and senior staff with transparency and claritythroughout the organization
Regular monitoringand review of company-specificmetrics by CEO and senior staff
Company-specific metrics monitoredregularly by operations staff
Ad hoc monitoring of basic measures and ad hoc reviews
No measurement system per se or reviews
2.7
13.1
7.9
16.5
59.8
59.1
17.2
10.8
10.8
2.2
5
Page 7
Taking advantage of the global market for goods and services.EXPORT
NEXT GENERATION MANUFACTURING SCORECARDGoing Forward
Innovation/R&D Workforce Skills Development
0
10
20
30
40
50
Ongoingguidance& support
As neededRarelyNever
16.8%
23.2%
49.5%
10.5%
0
10
20
30
40
50
Ongoingguidance& support
As neededRarelyNever
20.0%
27.4%
49.5%
3.2%
0
5
10
15
20
25
30
35
Ongoingguidance& support
As neededRarelyNever
4.3%
30.9% 30.9%34.0%
0
10
20
30
40
50
Ongoingguidance& support
As neededRarelyNever
12.8%
29.8%
46.8%
10.6%
0
10
20
30
40
50
Ongoingguidance& support
As neededRarelyNever
15.8%
29.5%
48.4%
6.3%
0
10
20
30
40
50
Ongoingguidance& support
As neededRarelyNever
7.6%
40.2%
32.6%
19.6%
0
5
10
15
20
25
30
35
40
Ongoingguidance& support
As neededRarelyNever
5.4%
35.9%
30.4%28.3%
0
10
20
30
40
50
Ongoingguidance& support
As neededRarelyNever
6.3%
33.7%
48.4%
11.6%
0
10
20
30
40
50
60
70
80
Ongoingguidance& support
As neededRarelyNever
15.8%19.0%
61.1%
4.2%
1 2 3
To what extent does your company get support from outside services for the following activities?
Strategic Planning
Supply Chain Development Sustainability Initiatives4
7 8 9
5 6Operations Improvement (Lean)
Global Sales & Procurement Business Development Regulatory Compliance Issues
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